BMO 6511 Strategic Management

Syllabus

Subject Title: Strategic Management & Business Policy Subject Code: BMO 6511 Prerequisite: Nil Subject Aims: This subject is designed to develop each participant's capability to develop strategic plans for companies. This will require identification of organisational strengths, weaknesses, opportunities and threats so that competitive advantage is developed in industrial, national and wider contexts. Subject Objectives: On completion of this subject students should be able to: undertake an environmental analysis for an organisation complete an internal analysis of an organisation

apply various models and techniques for generating strategic alternatives, implementing strategies and their evaluation develop a strategic plan for an organisation

Subject Content The Strategic Management Process: an overview

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BMO 6511 Strategic Management

Environmental Analysis: political, economic, social, technical and physical environments. Identification of key success factors. Strategic Management Alternatives: alternatives such as growth, stability, reduction and downsizing. How to generate strategic alternatives for particular companies. Functional Strategies: preparing a strategy for a company function, such as manufacturing. Strategic Choice: prepare a strategic plan framework for an organisation. Strategy Implementation and Evaluation: consideration of potential problems and the development of contingency plans. Development of effective tools of evaluation. Strategic Management in the Future: pro-active strategic planning for national and world markets. Recognition of trends in privatisation, deregulation, global markets and international competition. Lecturer: Dr Denis Nettle

E-mail:

denis.nettle@vu.edu.au

Preparation The subject is principally taught through case studies. The initial lectures will cover the main aspects of strategic analysis which form the focus of all the assessment. Workshops will consist of two parts :a) Workshop questions. Answer the questions in relation to the company you have chosen for case 2.

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BMO 6511 Strategic Management

b) Case presentations. Students should read relevant chapters and cases before each workshop

Text: Students are required to purchase the text which forms the basis for the subject: Thompson and Strickland, Strategic Management: concepts and cases, 13th edition, (McGraw Hill) Books for further reference: -Hill C. & Jones G., 1992, Strategic Management: an Integrated Approach, 3rd edition, Houghton Mifflin, Boston. -G. Johnson & K. Scholes, 1993 Exploring Corporate Strategy: text and cases, 3rd edition, Prentice Hall. -Kay, John, 1993, Foundations of Corporate Success, How Business Strategies Add Value, OUP, Oxford. -Lewis, Morkel, et.al., Cases in Strategic Management: Australia & New Zealand, (Prentice Hall) -Mintzberg H. and Quinn J. 1991, The Strategy Process, concepts, contexts, cases, Prentice Hall. -Porter, M E, 1985, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, New York.

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BMO 6511 Strategic Management

-Porter, M E, 1980, Competitive Strategy Techniques for Analysing Industries and Competitors, Free Press, New York. -Porter, M C, 1990, The Competitive Advantage of Nations, MacMillan, London. -Stacey R., 1994, Strategic Management and Organisational Dynamics, Pitman, London -Thompson A.A., Strickland A.J. and Kramer T., 1995, Readings in Strategic Management, 5th edition, Irwin Assessment

case study workshops case study workshops Exam

1 2

20% due 30% due 50%

final final

week week

of of

Case Study 1. The purpose of this exercise is for students to address aspects of strategic analysis in a specific case. Students will be required to answer the set question and lead discussion around it. These questions appear in the detailed lecture programme section. The presentation will be done as a group exercise (up to 3) depending on class size. The length of the presentation should be no more than 30-45 minutes. Students should speak (not read) from notes and answer questions. Overheads and power point displays may be used. But students should give close attention to the effective use of such media. 10 marks will be awarded for the presentation itself (items 1 &2) and 10 marks will be awarded on the basis of the materials used in the

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BMO 6511 Strategic Management

presentation (items 3&4). For this purpose the overheads used or photocopies of power point frames should be handed in at the end of the class in which the presentation is held. Criteria for assessment is as follows:-

PRESENTATION

(20 MARKS) (5 marks) (5 marks) (5 marks) (5

1. ability to lead discussion and handle questions 2. presentation style 3. ability to address the specified case questions 4. effective use of presentation media. marks)

Case Study 2

The objective of this assignment is to require students to investigate the application of strategic management to a company. The first part of every workshop will require students to prepare and answer questions on a company. Half of the marks for this case will be based on class work, and half for the final report. Suggested cases:Intel Haier Singtel NAB Infosys

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BMO 6511 Strategic Management

Qantas Accor

Students may select a company not on this list. But it should be a major company on which they can easily obtain the information for the assignment. The format for the report should be based on the workshop questions applied to your company. There are 7 sections to the report. This is a group exercise (3-4 students). Marks also depend on the quality of the written presentation. These will be awarded on the following basis:a) overall neat professional appearance b) overall scholarly appearance - citing of evidence c) Bibliography, use of the Harvard system in references and bibliography. In selecting a company students may select a company they work for or another company. But companies which appear as case studies in the course are not permitted. Students should inform their lecturer of the case they are doing by week 4. Length : 5,000 approx.

Two copies of this assignment must be submitted on the due date. The assessed copy will be returned to the student, and the other copy will be retained by the tutor. Assessment: 30%

Examination

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BMO 6511 Strategic Management

The examination consists of two sections. Section A involves short answer questions and Section B a case study. SECTION A Students are to answer 5 (five) out of the following 8 (eight) questions. Each question is worth 6 (six) marks. General topics: One question on environmental scanning One question on five force analysis Three questions on generic business strategies One question on globalisation One question on corporate strategies One question on strategy implementation In answering questions students are required to refer to a case they have studied in class.

SECTION B Students are to read the case and answer 2 (two) questions. Both questions are worth 10 (ten ) marks each. Section A is worth (10X2) =20 marks. Your workshop leader will inform you of the case later in the course. It will not be a case you have studied in class. There will be one question covering five force analysis and one question on analysis of the companys strategy compared to its rivals. Material allowed in exam room is your textbook only. Copies of the major case are included with the exam paper.

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BMO 6511 Strategic Management

Students need to achieve at least 40% in the examination in order to pass the subject. EXAMPLE OF EXAM FORMAT SECTION A Students are to answer 5 (five) out of the following 8 (eight) questions. Each question is worth 6 (six) marks.

Questions:1. Why should a company carry out environmental scanning analysis as a basis for considering its strategic choices? Provide examples from a case you have studied of how environmental scanning may have improved the quality of the companys business strategy. Discuss the strategic responses a company might need to consider if a five force analysis revealed that buyers were a strong force. Also discuss the strategic responses a company might need to consider if a fiveforce analysis revealed that suppliers were a strong force. Provide examples from cases you have studied. What is a product differentiation strategy. How should a company pursue such a strategy if it is going to be successful. What problems and pitfalls does the company need to avoid? Discuss with reference to a case you have studied in class. In what kinds of strategic situations would a focus strategy be appropriate. What assumptions does a company following a focus strategy need to make if it is going to succeed? Discuss with reference to a case you have studied in class.

2.

3.

4.

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BMO 6511 Strategic Management

5.

What is a best-cost strategic situations is What are the problems Discuss with reference class.

provider strategy. In what such a strategy appropriate. and pitfalls of such a strategy? to a case you have studied in

6.

Why is globalisation becoming an element of strategy which companies need to consider today. What are the major forces behind globalisation? Discuss the major issues which a company would need to consider before embarking on a globalisation strategy. Is related diversification a better approach to handling corporate strategy than unrelated diversification? What advice would you give to a successful business entrepreneur who is on the threshold of considering investments in other businesses? A strategy is ineffective if it is not implemented effectively in the organisation. What issues would a company pursuing a product/service differentiation strategy need to consider if its strategy was to be implemented successfully. Would these issues be the same or different if the company was pursuing a low cost-leadership strategy?

7.

8.

SECTION B Students are to read the BRIGGS & STRATTON case and answer 2 (two) questions. Both questions are worth 10 (ten ) marks each. Section A is worth (10X2) =20 marks.

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Question:9. Complete a five force analysis of the outdoor power equipment industry. Based on this analysis what preliminary strategic issues does Briggs and Stratton need to consider? Compare Briggs and Strattons current strategy with its rivals. To what extent does it address the strategic issues you have detailed above. How should Briggs and Stratton evolve its strategy if it is to deal with the threat from Honda?

10.

Lecture 1:

Setting the Strategic Vision

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Reading: Components:

Thompson & Strickland ch.1-2

What is Strategy? The function of the business strategy Business strategy and functional strategy. The 5 tasks of strategic management Vision & Mission Statements Setting Objectives Crafting, Implementing and Evaluating strategy Whose responsibility is the business strategy?

Workshop 1 Mission and Vision 1) Evaluate the companys overall strategic vision and specifically evaluate the companys mission/vision statement. Does it exemplify the elements of a good mission statement outlined in chapter 2? How could it be improved? 2) Evaluate the overall strategic leadership of the CEO in relation to the 5 tasks of strategic management as outlined in chapter1.

Case 1: Avon

a) What is Avons strategy? Has the strategy helped the company build competitive advantage? Is the strategy working? How is it evolving?

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b) How would you rate Andrea Jungs performance as a strategist in terms of the 5 tasks outlined in chapter 1. c) How well has Avons strategy been implemented? What does Avon tell us about the relationship between strategic mission and vision?

Case preparation notes and updates on these and other cases may be obtained from www.mhhe.com/thompson

Lecture 2:

Understanding the Strategic Environment

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Reading: Components:

Thompson & Strickland ch.3-4

Strategic analysis of the internal/external environme Environmental scanning/Driving Forces Five Forces Model Core competencies Value chain Analysis Competitive Strength Assessment

Workshop 2:

Environmental Scanning

1) Define how the factors in the external environment (econo political/legal, technological, socio/cultural, are affecting your companys industry.

2) Describe what opportunities and threats these present to your com and how your company is responding to them compared with their competitor

Case 2: Global Wine Industry

1) Based on environmental scanning define the macro economic and busi characteristics of the global wine industry.

2) Based on the above analysis evaluate the strategic options for the pla in the international market.

3) Which of the players do you think has responded best to the opportun and threats in their environment. Workshop 3: Five force Analysis

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1) Provide a 5 force analysis of your companys industry. Which competit 1 forces are strongest, weakest? 2 2)What does this suggest are the key success factors which your com would need to address to gain competitive advantage?

Case 3: eBay 1) What are the driving forces affecting Ebays market? Using the five forces model define the competitive forces in the industry 2) What are the key success factors in the industry? How would you rate Ebay on these compared to its rivals. 3) What is Ebays strategy? To what extent does it address the strategic situation in its industry? Compare it with its competitors. What recommendations would you make?

Lecture 3:

Strategic Choice and Context

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Reading: Components:

Thompson & Strickland ch.5, 8

The Generic Business Strategies Low Cost Leadership Differentiation Strategies Focus Strategies Strategies in Different Market Situations

Workshop 4:

Generic Business Strategies.

1) Based on the generic business strategy model evaluate the strategy yo company is adopting compared to its rivals.

2) Consider the appropriateness of the strategy in relation to the advantages and disadvantages of the different generic business strateg

3) Make recommendations concerning the generic business strategy it sh be following in the future Case 4: KFC

1) What is the international fast-food industry like? What are the fo driving change? What are the key success factors in the industry?

2) What is KFCs current strategy? How does it compare with the strategie of its major rivals? 3) Evaluate KFCs recommendations would you make? entry into the Latin American market.

Lecture 4:
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Global and Corporate Strategy

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Reading: Components:

Thompson & Strickland ch. 6,7,9

Multi-country vs Global strategy Internet Strategies Single business versus multi-business strategy. Diversification strategy Related diversification Unrelated diversification Evaluating Diversification strategy

Workshop 5: Global Strategy/Internet Strategy

1) Evaluate your companys response to globalisation trends. Is it pursuin a multi-country strategy or an integrated global strategy?

2) Based on your assessment of the advantages and disadvantages of the approaches consider the companys future approach to global strategy

3) How is your company responding to the development of the internet an affect on business strategy? What are your recommendations? Case 5: SAB and the global beer market 1) Describe the conditions in the global beer market

2) Describe SABs global strategy. What are the potential problems or pitf in this strategy. Were there other alternative approaches to its cu global strategy? 3) How effectively recommendations would you make? has the strategy been implemented?

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Workshop 6: Corporate Strategy

1) Describe your companys approach to diversification. Is it pursui strategy of related or unrelated diversification?

2) Based on your understanding of the pros and cons of these approa evaluate to any future acquisitions or divestments. Case 6: Pepsicos Acquisition of Quaker Oats 1) Describe the key elements of Pepsicos diversification strategy.

your companys current strategy and make recommendations in rel

2) What strategic and resource fits exist between Pepsicos businesses? W opportunities are there to gain economies of scope? 3) Evaluate strategy the acquisition of Quaker Oats in relation to

Peps

diversification

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Lecture 5: Reading: Components:

Strategy Implementation Thompson & Strickland ch. 11,12,13

The eight implementation

components

of

strategy

Workshop 7:

Strategy Implementation

1) Collect as much information as you can on the companys internal operational management, including its human resource management. 2) On this basis assess how well the company implements its strategies by using the eight components of strategy implementation model. Suggest what areas there may be for improvement.

Case 7: South West Airlines 1) What is SWAs strategy? What competitive advantage is the company trying to achieve? 2) How has the company implemented the strategy? Assess the extent to which the strategy addresses the eight components for successful implementation.

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3) Given the current difficulties facing the airline industry and US airlines in particular what recommendations would you make regarding future strategic direction?

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